A new CEO sits down six weeks into the job and looks at a set of revenue numbers that predate their arrival, but the board isn't interested in whose numbers they used to be.

Being a CEO can be a lonely experience. That was the provocation that opened the evening, and it landed instantly…

Entrepreneur, professor and author Scott Galloway has a phrase for it: the ‘kitchen cabinet’.

But exactly what is it and why do CXOs need one? Let’s open up this proverbial cupboard and see what’s inside…

🎙️ ‘Setting the pace’ Episode 1 is live. Most new CEOs hit the ground running. Cowshed CEO Jordan Schlipf hit the ground listening.

In our new interview series featuring inspiring CXOs, Jordan reveals that when he joined Cowshed, his rule for the first 90 days was simple: do almost nothing….

You're months into the role. The inbox and demands never let up. Every function has a case for why their issue is urgent. The board wants results. The team wants direction. And somewhere in the middle of it all, you're still finding your way as the new CEO leading the business toward growth…

There’s a moment that hits many new C‑suite leaders, especially first‑time CEOs, about two weeks in….

Paceworks cofounders Diane Perlman and Gabrielle Hase have both spent their careers working at the intersection of growth, brand, digital commerce and board leadership. Between them, they have led teams, advised CEOs, sat in boardrooms and navigated countless leadership challenges ourselves.

So they know first-hand that stepping into the C-Suite changes everything…

Ready for a home truth? Most newly appointed CEOs (and many newly promoted C‑suite leaders) are expected to make high‑stakes decisions about brand, marketing, customer demand and growth without deep, hands-on experience in modern marketing.

McKinsey estimates that only 10% of Fortune 250 CEOs have marketing experience, and only 4% have held a CMO‑like role...

Boards put extraordinary effort into choosing CEOs.

Succession planning, inside candidates, external candidates, benchmarking, assessment frameworks, scenario interviews… And then comes the part that often gets the least attention. What actually happens after the appointment?…

You’ve finally made it.

After years of grit and growth, you’ve been promoted from within the company into the C-suite. You feel a mix of energy, pride, excitement… and underneath it all, a quiet sense of “Don’t screw this up.” Imposter syndrome is looming large…

You’ve earned your seat at the top table. The congratulations messages have flooded in. Your LinkedIn is thriving. The board is optimistic. Your team is watching closely. And now the real work begins.

What few people tell you, at least openly, is that your first 180 days in the C‑suite are the most dangerous of your entire tenure…